Hi. I'm Rosanna Stevens. So excited to talk with you today about search and knowledge. I'm a product management lead at Adobe. And hi, everyone. Welcome. I'm Monique Dolgin, product marketing lead for our workplace solutions at Coveo, and we're really excited to talk to you about how Adobe is unifying their digital workplace by using search and knowledge. So let's start together by reflecting on what's happened over the past year. A year ago, we were all working as normal, maybe out of our offices. Our kids were at school. And much like you, Adobe overnight had to decide that the next day, we were gonna be working from home. And this meant that we had to find equipment in order to work from home. We have to figure out how to connect to the VPN. We had our kids, you know, sitting next to us. Policies changed. This could have been really, really disruptive, and we all learned a lot in this past year. At Adobe, we learned that in having search and knowledge as our core pillars of our workplace and focusing on that before this, we were able to transition smoothly through this, without any disruption. And in fact, we saved our employees eighty three thousand hours of productivity time. One of our HR specialists said, this would have been so much worse and maybe not even possible if we hadn't focused on knowledge before this. So how did Adobe succeed? We did this by unifying the digital workplace with knowledge and search at the core of what we were doing. So we understood that in order for employees to be able to do what they need to support themselves, they needed to have information at their fingertips in a way that was easy to find. They needed knowledge, and they needed a way to submit requests. So we had this as the base of our knowledge, and we democratized the knowledge that was available to employees through all of our departments, the HR, IT, payroll, finance, and so forth, and have this all available and aggregated up into our enterprise search, which was then available to them in a single point, our gateway, the intranet. So what we learned from this is that in preparing ourselves with knowledge and search, we were able to, take care of this, you know, transition that needed to happen. So we're interested to hear from you, you know, during this time. What did you learn? If you could post in the chat, we'll be there, conversing with you about that. Thanks, Rosanna. Really, really great outcomes that Adobe has seen by being able to really focus on innovating the digital workplace. And so for our agenda today, when we thought about what we wanted to share or get across, there were really three key considerations that came to mind to help you as you're thinking about how to change your existing workplace practices. And so one of those, first pack one of the fur one of the first key considerations is really establishing knowledge and search as core pillars to your digital transformation efforts. And we'll talk more about why knowledge and search are really important and why we see them as core and critical components. The second consideration is really around the role of IT, and how IT can really be a core driver of employee experience for the business. We think there's really an opportunity, with IT as sort of the overseer, of all enterprise applications to really help the teams make sense of the best way forward. And the last key consideration is, you know, no no project is successful without, meeting the needs of the key stakeholders, and here we're talking about employees. So, Rosanna is gonna share some very cool design and agile thinking best practices for how Adobe is implementing change, but keeping the voice of the employee in mind. So if we could just move forward. We'd really like to start with the first consideration, which is all around establishing knowledge and search as core pillars. And so if we, can move forward a slide. You might be you might be wondering why search and knowledge. You know, search, everyone has a common understanding. Knowledge, everyone thinks they know what this means, but I it's really important that we reframe and rethink about why these two components are important. And so with that, we'd like to start with knowledge and explaining some perspectives there and how we think about that. And for that, Rosanna, you're the perfect person, to really give your thoughts on this. Thanks, Juanita. So I'd love to start this conversation off by looking at a quote from Peter Drucker, who's a management leader, you may be familiar with. So he says that nowadays, we're competing in a knowledge economy. So if you think about how we make our profits, it's off of the innovations that we create in our products and put out there in the marketplace. We're not really focused on just making a widget on a factory line and putting it out there. It's really about that innovation that comes from the intellectual capital of the people at your organization. And because of that, he said that the most important thing you can do in this century is to increase the productivity of knowledge workers in your organization. So taking a look at the the next quote here from MIT, they did a study about employee experience at companies. Just take a moment to take a look at that. So what they're saying is that the companies with the best employee experience have more capacity in the digital realm for employees, especially around search and knowledge. So what does it mean when we're talking about knowledge? Some of you on this, call might be familiar with knowledge. Maybe you dabbled in it. You know, it's been around for many, many years. Maybe you tried it and it didn't quite work. So just to ground ourselves, you know, what I usually do, when we have more time is run an activity with the people in our presentation where we think about how many three letter animals can you think of on your own. And then we have them write these down. And typically, an individual can think of five to seven on their own. And then we ask everyone to share out to the group and we make this large word cloud. And during that sharing process, we notice, oh, there's an animal I didn't think of and that's making me think of some other animals. And what happens is we come up collectively with more than twenty. And people are usually surprised by this. So what that activity illustrates is that there's a flow that happens with knowledge to make it more valuable. There's the act of thinking about it and then sharing, which is at the top of this cycle on the screen here. And then when you capture what you know and make it available and people see it, that's a reuse. And then when you reuse it, you think about it again and then you share more. So there's this flow that happens. And the goal with knowledge management is to increase this the velocity of that flow to keep going so we can innovate better. And then there's kind of pillars behind that to make that happen. You wanna have technologies, processes, and behaviors in place in order to get that flow moving. So there's a definition from the digital workplace group about knowledge management where they say knowledge management is the technology process and behaviors that you put in place in order to enable employees, to find the information and the expertise they need to bring value to the organization. So that's really what we're talking about. And there's a lot of methodologies out there for knowledge. At Adobe, we chose to focus on one called knowledge centered service because this has been around for twenty five years, built by a consortium and tested and matured with the technical support industry. And we found that it aligned really well with what we were trying to do. And what's special about this methodology is that it's integrated with the way that you do work in a very agile fashion. So the quote that's on this slide says knowledge is the way that we solve problems. It's integrated with how we solve problems and really the way that we do our work. And the focus of it is to create knowledge just in time, not just in case you evolve it as you use it. And then it it creates a collective understanding of our experience where we reward the the group and not the individual. So as we're looking at the cycle, you know, in order to get that sharing and reuse going, knowledge is where we focus on the sharing, and then the reuse is really how people find that knowledge. So I'm gonna transition this over to Juanita to talk about how we find it. Thanks, Rosanna. So, you know, without knowledge really, employees couldn't get a lot of work done. And I think everyone here knows what search is. Everyone has a common understanding of search because we use it in various areas of our personal life. And so here, what we're really trying to do is, make you think differently about search and how it might be limited in your environment today. But starting with the definition to ground us all, we see search as an aggregator of data and information and knowledge that is across the ecosystem of systems and applications that every company has. And this has to be used the sole purpose of search and knowledge is to help people find relevant information in a unified manner to help them do their jobs more effectively and more productive. And what tends to happen in, enterprises is that you have these different functional teams that have point solutions or point applications, and each of those has its own search engine or its own search box that is able to search only within that particular application. And so what would be a better alternative was would be to have a more holistic search strategy and a more holistic way for connecting employees to the various applications that they're gonna need to find information from. So when you think about search, it's important that you think about it holistically and from the end user's perspective. And so with that, I think we can move forward to talk about, the second session of our program for today, which is really around elevating the role of IT. And here, what we really wanted to highlight is IT really is that centralized organization within every company that is overseeing these various applications that different departments are using. And we know that different teams use their own specific applications, and there's a need to be quick and agile, to respond to sort of IT needs. But what we wanna call out is that you business teams and IT teams would have a much greater outcome and really satisfy the employee experience if they worked holistically and more integrated. And so Rosanna has a perfect analogy and a story to to really get across why IT is core for driving the overall experience. Right. Thank you, Juanita. If you think about the unified experience as a highway, now I'll tell you the story here, then it really kind of makes sense. So I live in the San Francisco Bay Barca, and my family lives down in Santa Barbara. So we often take this road trip from San Francisco down to Santa Barbara. It usually takes five or six hours. We leave in the morning, got my son in tow and and the dog, and we stop partway at the gas station to get some snacks, use the restroom. And then a little bit farther down, we stop at a rest stop and have our picnic and let the dog out. And then we get down there in the afternoon, and we're all relaxed and happy to see everyone, and it goes really well. And, you know, that there's the highway one zero one that we take all the way down. Imagine if we tried to take that trip and there was no highway one zero one. No. There was no oversight into creating that highway. Each city along the way could choose how they wanted to build their roads. San Jose, Salinas, they have their own way of building these roads. Or let's say maybe the gas station only sold gas, and you had to stop at a restaurant to get your food and a cafe to get your coffee and an outhouse to go to a restroom. That's analogous to having these point solutions where every single department has their own thing that they want the employee to do. And so me as a traveler going from point a to point b, I would be extremely exhausted by the end of this, extremely frustrated. And as the image shows here, I would probably be taking shortcuts through the corners, so I could get there faster, which isn't necessarily the way that a department would want you to go. So what we're aiming for with a unified experience is building that highway from point a to point b. And as IT, we're in this unique situation working with stakeholders across the whole organization. So we have this aerial view of what's going on. So when we addressed knowledge, and building it in a unified way, we decided to build a cross functional team so we could get that aerial view of what we needed to do. So we pulled together HR, IT, payroll, you know, all of these groups together to talk about what we wanted to do for the employee. And when we first got together, all of these teams came and said, you know, we need more knowledge out there. We need to make it available. And we need to do audits more often because we only do them every year. And we have so much work coming to us, and we need to fix it. And the focus was primarily on the individual needs of the departments and not so much on the need of the employee. So as we dug into the value of what we were trying to do and asking those five whys, we realized that all of these departments actually had, similar goals. So it really boiled down to two things. One was we wanna scale the business Adobe by allowing employees to self serve, so making self-service available to them. And the second one is that we wanted to build, a stellar employee experience for people. So people loved to come to Adobe as the workforce and our work was changing over time. And what we saw out of this is that our two goals actually align really well with knowledge centered service, which I mentioned before. So this is why we chose that methodology. And what you see in the methodology when they talk about typical outcomes on scaling the business, you should expect to see that your service agents will take much less time to resolve issues if they do come to them. But even better, the employee will be able to self serve. And what we saw at Adobe is after one year, the amount of self-service happening increased by four times with our employees. On the second item with the employee experience, what you see over time is the knowledge having it there. You actually get data around what people are using and what's helpful and what their questions are. So you can see where processes need to be evolved and improved for the employees. And then it it also allows you to move towards the future of work where you can apply AI powered technologies to predict what employees want and meet them in the experience that they're expecting in a consumer grade type of experience. Another thing we did in designing for that unified taxonomy or unified journey, is building a common taxonomy, which is basically a common language for all of our departments and for employees. So this is analogous to if you were driving down that road, a stop sign when you drive, the stop sign is the stop sign. You know what it is. So we wanted to build this for employees within the organization as well so that they could easily find what they wanted and not have to decipher what it was. So we did this by bringing all of these teams together across the organization and talking about who are the personas at Adobe. What differentiates them from each other? What do they care about? And from that, we built a list of possible metadata, which is the information about the information. And then we went through a dot voting exercise to, decide what are the top things we want to put into our knowledge articles. So this is an illustration in the middle of what we did in that workshop, and at the bottom, how it turned out in the end. So when you're building knowledge, you know, this is the piece around the content strategy. You also wanna look at what's the process that's integrated with the technology that you're using, and how are you communicating out and leading through change management. So it really is a large program and effort, but a lot of, benefit that comes out of it. So talking about design, let's shift over to meeting the voice of the employee with the design and agile thinking. So I'm a product manager at Adobe focused on the workplace. So I like to think about this from a product management angle. Product managers do look at, like, what's the problem, that we're addressing and how are we gonna design and put this out there quickly and make value out of it. So we have a framework that was developed by our user experience team at Adobe in the workplace a digital workplace team. And this framework was developed keeping the human centered design, if if you may have heard of that, or lean startup or pragmatic marketing. There's all these frameworks out there that are they touch on each other and work really well for a consumer experience. So we wanted to bring us into a workplace and figure out how can we really accelerate this and make it fit with the workplace and the kinds of stakeholders we work with and our employees. So they came up with these really four easy steps to get through it. And just to tell you a story to fit into this to understand why we're doing it. When I was twelve year years old, you know, a preteen, my mom went out, shopping for clothes for me. And usually, I'm excited about that. And she comes back with this bag, and tells me, hey. I got you a pair of pants. Do you wanna see what they are? And I was excited until I opened it. And then I started crying. And she was, like, you know, really confused on her face and kind of concerned, like, what is going on here? And in her mind, she had bought me pants to go play outside and be comfortable, you know, to be with my friends. But what was in my mind as I opened that bag was, this is a pair of sweatpants that are puke green and they're hideous, and there's no way I'm ever gonna wear this to school to, like, be with my friends. So what happened here is my mom had a misunderstanding of my persona at that moment. She was buying for herself or for who I was and not for the problem I needed solved at that moment, which was to fit in with the crowd. So that's what we're trying to do here, with this process. It starts with the discover yellow part on the on the left. So that's about figuring out what's the most valuable problem that we can solve for our employees. And we go about that by doing research, looking at analytics, talking with employees, and really analyzing. That's the most important place in order to get your compass pointing in the right direction. Then you go to the define phase on the right, the green. That's where you look at, okay. Now we know the problem. What are the opportunities here? What are possible solutions that we could go for? From there, you build a strategic plan, and that feeds into the design phase at the bottom in the blue where you build prototypes and a proof of concept. And that's where you iterate with your employees to figure out, like, does this work? Does that work? And, keep shifting it. And then finally, there's the deliver phase where you actually put it out there. So usually in IT, this is where the bulk of the work is focused. What we're saying here is focus more time on discover, define, and design, and then the deliver will go much, much faster. So what I'm gonna show you is how we apply this to our search strategy. After we built knowledge for the service and support area, we wanted to expand out to other use cases through search. So to do this, we, hang on here. We thought about, okay, what are the hypotheses around the problems that we're trying to solve for our employees? And we had to map out, okay, what are the influences on employees when they're engaging with knowledge and information? As a knowledge manager, I usually focus on the middle, the knowledge flow and the tools, processes, and so forth associated with it. But then I realized that there's other influences. There's the intentional culture of your organization where there's a strategy. You have suppliers and partnerships, security, leadership. And on the right, you have employees and teams coming in, individuals coming in with their own awareness, their own trust in the organization, their own workloads and desires. And then coming in from outside that tax on with the the individuals is what's happening in the consumer space. So for example, we say a lot of individuals come into the workplace and say, I want to have a Google type experience when I'm searching. So that's an expectation that they're bringing with them. So what we did is we plotted all of these problems with red dots on this on this map here. And then we had to think about, okay. That's fourteen hypotheses. How do we narrow this down? So we did a prioritization matrix where we looked at what's the risk of getting this wrong and what's the confidence that we have that we've gotten it right and focused on the ones that were risky and low confidence. So for us, that was search is important, search needs to be on our intranet, search should be contextual with the work that they're doing, and people are looking for product knowledge. So out of that, then we designed a study, a research methodology, where we brought together groups of three people at a time in a workshop and asked them to do prework before to get them kinda thinking in an information architecture mindset, asking them, when the last time you looked for something, were you able to find it? If not, you know, what was the path that you took to get there? And then when they got into the workshop, we had them talk about what does your landscape of information look like now at Adobe, and what do you want it to look like in the future? So all of these conversations informed our strategy, which is what I'm showing you now. And really, the resounding thing that people said is, we want a single source of truth. We wanna go to one place to find what we need regardless of what it is. And that single source of truth needs to have standards, leadership, a strategy. It needs to have a good search engine. It needs to have a content life cycle and an information architecture. It needs to think about the people coming there, and what they need from their perspective. And so what I'm showing you here, the single source of truth is bringing together information about people on the bottom, the personal information, the corporate information, the work information, all into one place for people. So with that, the outcome so what I showed you was how we discovered the problem, how we came up with the plan or the strategy. So now the next step is to move into design. So what we're going to do is build a proof of concept. And in talking about this strategy with Juanita and her team, she realized, hey. We're working on something at Coveo that aligns with what you're trying to do. So we decided to partner up, and we're gonna do a proof of concept here at Adobe. And as we're doing this, we're gonna be asking questions like, okay. Are people coming to this search? Are they coming back? Are they finding what they need? Are they saving time the way we need to? So the metrics will look at our user, adoption, user engagement, what are the click through rates, are there content gaps, are people finding the information we need, or do we need to put something else there? So I'm gonna hand it to Juanita to unveil what we're looking at. Yes. Thank you. And so what we're really working on together is, proving out this need for a centralized and personalized, employee workspace hub, we know that too often technology doesn't work for employees and that employees are spending the time working for technology because they're jumping to from application to application to find what they need. And so what you see here is our view of the world, which is that, yes, you can have a centralized view. One that actually doesn't require employees to always search for things, but rather would use AI and machine learning to make proactive content and people suggestions. And as Rosanna said, you know, employees want a single source of truth and one place that gives them both their, personal or general company knowledge as well as their domain expertise knowledge. And that's really what we're trying to build and lead to with this hub. We're trying to improve the findability to enhance employee productivity and to reduce content gaps all in the name of improving overall employee satisfaction and, of course, the employee experience. And so if we move to the next slide, the the one thing I'd like to leave you all with, as you think about your strategy for the future is a workplace assessment offer. Our team would love to speak to you about your specific use cases and what you're trying to solve around the business. So we'll post a link in the chat for you to follow-up here. And, Rosanna, if you don't mind clicking through to to just build it. You know, our goal is to really help you understand, where you're at today and to help you develop a strategy for the future. So if we move forward to the next slide, you know, we really wanna we really wanna thank you and we wanna hear from you. One of the key things that, was really important for us was to show that making change isn't easy, and Rosanna and her team have done a great job in due diligence to make sure they get this project right. Rosanna, would you like to add any parting thoughts? Yeah. Thank you. Yeah. We're really excited about this to see the outcome of it. And, really, you know, what I showed you is just scratching the surface. There's a lot to knowledge and a lot to search that we could dive into. So if you're interested in furthering the conversation, Juanita and I will be posting our contact information in the chat pod. Please feel free to reach out. And just as a parting, I'd love to hear from you. Juanita and I would love to hear from you on what the most impactful thing is that you're taking away and that you learned today. Thank you very much.